Why I will never let our employees go fully remote after the pandemic (opinion)
CNNEditor’s Note: JT McCormick serves as president and CEO of Scribe Media, a publishing company that helps you write, publish and market your book. Don’t get me wrong — at our company, Scribe Media, we closed our Austin-based offices and went to remote work before the state of Texas issued stay-at-home orders. According to Alex Pentland, director of MIT Connection Science, “Employee trust, solidarity, and mental health rely on the hundreds of minute affirmations and gestures of support that we offer those around us every day: expressions of understanding or empathy, nods of courtesy, morning greetings, and so on.” It’s these subtle connections that breed “psychological safety,” the belief that you won’t be punished when you make a mistake at work. A two-year study on team performance at Google found that individuals on teams with higher psychological safety are “more likely to harness the power of diverse ideas from their teammates, bring in more revenue, and rated as effective twice as often by executives.” Remote work stunts long-term innovation and growth Remote work, by its nature, limits the free-flowing exchange of knowledge and information within an organization. In a dynamic work environment, companies maintain an office space but allow people a mix of in-office and remote work.